CHAPTER NO 01 INTRODUCTION

1.1 PERSONALITY AND SALES PERFORMANCE:

The relationship between personality characteristics and job performance has been in debate from quite a long time and has a long and storied history (Penney & Witt, 20 0!" The research conducted related to this field is di#ided into two phases$ in first phase it is concluded that personality has no relationship with performance, but latterly in second phase it is concluded by many researchers that personality definitely ha#e an impact to enhance the performance of a sales person"

Personality is defined as %enduring dispositions that cause characteristic patterns of interaction with one&s en#ironment' ((oldberg, ))*$ +l#er & ,ooradian, 200*!" -n other words we can say that a personality is made up of the characteristic patterns of thoughts, feelings and beha#iors that ma.e a person unique"

,any researchers at different times ha#e wor.ed out different types of personality characteristics which includes (ordon /llport0s list of 1,000 personality traits, 2aymond 3attell0s 4 personality factors and 5ans 6ysenc.0s three7factor theory" 8ut all these ha#e certain comple9ities and limitations in them" /s a result finally the fi#e7factor theory emerged to describe the basic traits that ser#e as the building bloc.s of personality" :endra 3herry describes fi#e basic dimensions of personality as$ 1. Extraversio : This trait includes characteristics such as e9citability, sociability, tal.ati#eness, asserti#eness and high amounts of emotional e9pressi#eness" !. A"reea#$e ess: This personality dimension includes attributes such as trust, altruism, .indness, affection, and other prosocial beha#iors"

%. Co s&ie tio's ess: 3ommon features of this dimension include high le#els of thoughtfulness, with good impulse control and goal7directed beha#iors" Those high in conscientiousness tend to be organi;ed and mindful of details" (. Ne'roti&is): -ndi#iduals high in this trait tend to e9perience emotional instability, an9iety, moodiness, irritability, and sadness" *. O+e ess to ex+erie &e: This trait features characteristics such as imagination and

insight, and those high in this trait also tend to ha#e a broad range of interests" <ale is an acti#ity which in#ol#es products and ser#ices that are being offered by the seller in return of money or some other compensation to the buyer" The whole sale process starts with the agreement which includes all the settlements li.e what would be the final price, how acquisition be done, through what mode and when payment of product be done, followed by final deli#ery of product=ser#ice (Pendhar.ar & Pandey, 20 !"

<ale is basically considered to be a source of direct interaction between customer and salesperson" <ales department is one of those important areas that plays major role in the success and growth of any organi;ation" The goal of this department is to ma.e sure that there is an increase in the number of interactions between potential customers and company" They do this by using different promotional techniques such as ad#ertising techniques, sales promotion, publicity and public relations, creating new sales channels, or creating new products" >or any organi;ation to impro#e its producti#ity, it is #ery important that its wor. force should be well trained and equipped with resources" /ll these things largely depends upon the ability of sales person?s interacti#e communication with the customers" 8eside communication s.ills there are also other crucial factors which can influence sales performance and those definitely are personality characteristics (Pendhar.ar & Pandey, 20 !"

<ales performance is a technique that is mostly used to determine the ability of a sales person" -t is used to measure as how effecti#ely a salesperson has close his deal and how much he met the set performance goals or criteria as outlined by the company or business" / sales performance can enhance the future of a sales associate0s career or it can also be the reason to end the career of a salesperson (@in., 20 !"

<ales performance uses raw data concerning the number of customers a sales associate spea.s to compared with the number of actual sales" 8y re#iewing the sales performance of an employee, a sales performance manager can determine his strengths and wea.nesses" <ales performance can indicate the rate of customer loyalty to the business or a specific employee" 3ustomer loyalty refers to customers who regularly purchase products from the business and refer other customers to the store" 6nhancing sales performance can automatically enhance the number of loyal customers" ,eeting monthly sales quotas is another aspect of sales performance" <etting monthly goals for each employee based on her past selling records can help determine if she is sharpening her sales techniques or falling behind (,c@elland, 20 0!"

1.! PHARMA INDUSTRY IN PA,ISTAN:

Today the pharmaceutical industry has been recogni;ed as one of the highly competiti#e growing industry all around the globe" The pharmaceutical industry due to many changes in en#ironment faces se#eral challenges" -n order to sur#i#e in such turbulent situations businesses ha#e had to adapt these changes in order to compete with the changing demands of their customers while achie#ing their financial targets" Pa.istan has a #ery lucrati#e and fastest growing Pharma -ndustry" /fter independence in )1A, at that time there was not a single pharma company opening in Pa.istan" Today the country has seen a tremendous growth and has about 100 pharmaceutical manufacturing units which include *0 multinationals with mar.et share of B*"*C while the national companies are enjoying the mar.et share of 14"AC" The pharmaceutical industry in Pa.istan is worth around D< E " F billion, ha#ing a yearly de#elopment of )"1C"

(la9o <mith :line, /bbotG:noll, Pfi;er, /#entis, Ho#artis, ,erc. ,ar.er, <earle, Wyeth, 2oche and 8ristol ,yers <quibb etc are top ten pharma companies that are operating in Pa.istan" 8oth Hational and multi7nationals pharma companies are wor.ing #ery well in Pa.istan" 8ut still the national companies are found to be some what behind the multi7nationals" / big difference has also been seen in their wor.force and selling practices" <ales representati#es of national companies can be easily compared and differentiated from each other"

1.% -AC,.ROUND OF THE STUDY:

-t has been pro#en in the past that there is a relationship between personality and performance of a sales person" The 8ig7>i#e Personality model is the base of this theory" This model affirms that there is a lin. between sales person&s personality and performance" -t is also noteworthy here that all pre#iously conducted research has been done only in particular fields as retail industry, ban.ing, insurance and hotel industry etc" Ho considerable amount of research data is a#ailable related to pharma industry to pro#e this point" The le#el of producti#ity of ,H3&s is also found to be higher than local pharma companies in Pa.istan" 3an personality of sales reps be one of the reasonsI 8ecause %The 8ig >i#e personality model' suggests that out of B there are some dimensions that are found significant for particular jobs and not all found to ha#e an impact on all types of jobs" <o, what factors are important particularly for pharmacistsI These two points are un7pro#en yet and presents a gap to conduct a research"

1.( RESEARCH O-/ECTI0ES:

The purpose to conduct this study is to e9plore what role personality can play to enhance the performance of a salesperson particularly related to pharma companies" -n the required research firstly, it is tried to find out in detail that what are the most pre#ailing

factors or characteristics that ha#e an impact to increase the producti#ity of a sales person" -n the second part, Pa.istan&s pharma sales reps will be studied to fulfill this purpose, as it is one of the most growing and lucrati#e industry in Pa.istan" / comparison has been done of both ,H3 & Hational firms in order to pinpoint the differences that e9ist between the sales reps in the form of personality so that the results of the study can be used by sales representati#es of national firms in order to impro#e their le#el of producti#ity by benchmar.ing traits of sales representati#es of multi7 national companies"

1.* SI.NIFICANCE OF STUDY:

The required study is quite important in a sense that with the start of new millennium the importance of indi#idual performance becomes #ery high" -t is the sales representati#e who with the help of his personal efforts and traits establishes healthy relationships with the customers which ultimately helps the company to earn high profits with the help of increased producti#ity from the side of sales reps" The study is quite important for the national firm&s sales reps in Pa.istan$ because it is a fact that the national companies are also offering good products=medicines but still they are lagging behind the ,H3&s" The main reason lies in the way by which the sales reps of both companies deals & facilitate their customers=doctors" <o, the following study pro#ides a guide for national sales reps to impro#e"

1.1 OR.ANI2ATION OF STUDY:

-n this study a proper step by step approach has been used" -n chapter , a complete literature re#iew has been prepared to identify all possible #ariables that help to get the required results" >or that reason, in re#iew references from past studies ha#e also been quoted" -n chapter *, on the basis of identified #ariables a theoretical framewor. has been prepared and the relationships between dependent and independent #ariables ha#e been e9plained in detail" 3hapter 1 defines all tools and techniques that are being used for the collection and interpretation of data" 3hapter B presents all the tests conducted and their B

results and those are followed by interpretations of results" The last chapter 4 concludes the o#erall results with conclusion of o#erall study" /nd also recommendations ha#e been gi#en for further research"

1.3 RESEARCH 4UESTIONS:

What personality characteristics affect sales performance of pharma sales repsI -s there any difference between ,H3 and local sales rep&s personalities in Pa.istan

CONCLUSION:
The area of study basically re#ol#es around the domains of both mar.eting and management" The identified gap is to find out those personality characteristics that are most effecti#e for enhancing the sales performance of pharma sales representati#es, especially in Pa.istan" The pharma industry in Pa.istan is now7a7days been considered as the most growing one" / large number of multi7national firms ha#e been operating successfully in Pa.istan" <ide by side many local firms ha#e also been seen to come on the scene and competing with such huge giants" >or local companies it is not an easy tas. and as a result they ha#e to wor. harder to remain in the limelight" >rom decades, the employees of the company ha#e been considered as an important asset" / successful company is such only when it has a strong army of employees together with high #alued products" -t has been found that the products of local pharma companies ha#e been of good acceptable quality but still they are lagging behind" The questions that arise are$ 6ither employees of both companies are big difference from each other"

What factors differentiates them the most" -sn&t it can be their personalityI

5ence, the conducted study re#ol#es around identifying those most pre#ailing factors that effect sales performance of sales representati#es and gi#e edge one on the other"

CHAPTER NO ! LITERATURE RE0IE5

!.1 PERSONALITY:
2esearch related to the affect of personality on final outcome or competency of an employee had flourished a lot" Personality has been found to ha#e an influence on how a person interacts with his en#ironment, and at different situations of life" -n past huge amount of attention has been gi#en to the research on personality and understanding its different dimensions" -nterest has also been increased in this area due to research that indicates empirical lin.ages between the %8ig >i#e' personality constructs and measures of indi#idual performance (8arric. and ,ount, )) $ 5ough et al", ))0$ Tett et al", )) !" /ccording to <immering, it has been agreed by many researchers that personality is a trait" Traits are basically such tendencies of different persons that didn&t change and remains stable throughout the life of a person" 8ut the beha#ioral patterns that arise due to those traits are dynamic and can change through different adaptations from surrounding en#ironment" Traits are internal characteristic of a person" These internal traits are the prime sources that moti#ate a particular person as how to act in different situations" 2oberts et al, (20 ! declare traits as reflection of anyone&s feelings, thin.ing and doing" The aim lies behind different conducted studies was to all rele#ant traits of personality and to found their impact on different important e#ents of life" Past research has also been done to find the impact of personality on job performance" The conducted research mostly re#ol#es around e9tracting those traits that are most rele#ant for a person to perform his job well" The results ha#e indicated that there is a strong bonding between personality and job performance" /n employee whether he is connected with any type of job occupation should e9hibit a profound personality that

enables him=her to be a competent one" 8ut for certain type of jobs, this fact gains more importance as those types of jobs in which interaction of an employee is more with the customers" /ccording to Jr" Hi. :amariah, for the field of sales management personality components are quite important in order to analy;e a salesman, either he is fit for the required job or not" (uthrie, 3oate & <chwoerer ( ))F! define personality as, %/ predisposition to act or beha#e in a characteristic fashion in response to one&s en#ironment"' -t is basically a set or combination of psychological traits that push a person as how to act or to react in different sudden situations" / personality is that character of an indi#idual that differentiates him physically, mentally, socially and emotionally from another indi#idual" Personality can be defined as %a dynamic and organi;ed set of characteristics possessed by a person that uniquely influences his or her cognitions, moti#ations, and beha#iors in #arious situations' (Wi.ipedia!" -n other words we can say that a personality is made up of such combinations of characteristic that ma.es people different from each other" -n short, personality is a beha#ior pattern of a person that differs from person to person and establishes o#er time (5aq et al, 20 0!" 2ealted to personality research, the #ery first study highlights F,000 different traits of personality" -t becomes #ery tedious to wor. with this huge amount" Those traits went through refinement phase and as a result /llport and +dbert ( )*4! identifies 1B,00 traits which can relate to personaliy and then di#ides them into 1 categories" 2aymond 3attell0s 4 personality factors and 5ans 6ysenc.0s three7factor theory were the e9tension of wor. that has been done related to field of personality traits" @ater, >is.e ( )1)! suggested that instead of 4 traits of personality, only fi#e factors are enough to describe it" 8ut he has been not able to e9plain it further" 8uilding on 3attell and >is.e, Tupes and 3hristal thouroughly established the fi#e factors we .now today (5oward & 5oward, ))B!" 8ut their wor. remains unpublished" /fter that the actual success has been gain in the form of defining personality in the form of %>i#e >actors of Personality'"

!.! -I. FI0E MODEL:

Horman ( )4*!, has been successful to replicate the wor. of Tupes and 3hristal and has introduced the >i#e >actors of personality" These factors e#entually became .nown as the %8ig >i#e' ((oldberg, )F !" /ccording to Per#in and Kohn, they ha#e been gi#en that name not only on the basis of their internal qualities but also to reflect their broad si;e" -n the field of contemporary psychology, the %8ig >i#e' factors of personality ser#es as fi#e broad dimensions of personality which describes human personality (Wi.ipedia!" 3osta and ,c3rae classified them as " 69tra#ersion" 2" /greeableness" *" 3onscientiousness" 1" Heuroticism" B" +peness to e9perience" Extraversion refers to %the number of relationships with which one is comfortable' (5oward & 5oward, ))B!" -t indicates that how much tendency a person has to be outgoing, acti#e, asserti#e and to be e9cited (5aq et al, 20 0!" /ccording to <immering, this trait reflects that how much a person enjoys being socially in#ol#ed" / person who is highly e9tra#ert enjoys being remain in company of many people and lo#es to wor. in a team" -t means that such a person is good in maintaining interpersonal relationships" 69tra#erts are #ery cheerful, energetic and they are always optimistic about e#ery action they ta.e (8ruc. & /llen, 200*!" -t basically e9plains that how much one feels comfortable in maintaing relationships" This trait is mar.ed by pronounced engagement with the e9ternal world (Wi.ipedia!" -t means how much one is comfortable with e9ternal world and such people are termed as e9tra#erts " /ccording to 3hauhan & 3hauhan (2004!, e#ery person deals with two type of situations" -n first he has attraction towards those acti#ities that are related to +DT62 world" /

world that is crowded with lots of people with huge amount of e9citement and those are e9tra#erts" -n the other situation the attraction goes for -HH62 world, in which a person wish to apply his own thoughts, interests, ideas and imagination and such are termed as intro#erts" The intro#erts mostly prefers to wor. alone and by their own way" They always remains reser#ed and quiet" They always prefered to remain in isolation" 8ut it doesn&t mean that those are arrogant or proud but infact they didn&t ta.e initiati#es by themsel#es and prefer others to mo#e ahead towards them (8eaumont, 200*!" -t depends upon the preference of an indi#idual that he is directed upon which world the most" /ccording to <immering, for jobs li.e sales, teaching and public relations e9tra#erts are preferable whereas for jobs that requires only indi#idual efforts li.e computer programmers, intro#erts are helpful" /ccording to 8arric. and ,ount ( )) !, traits associated with this dimension are as follows$ Tal.ati#e" <tart of con#ersations" /cti#e" 69cited" 3omfortable with others"

Agreeableness is %a tendency to be compassionate and cooperati#e rather than suspicious and antagonistic towards others' (Wi.ipedia!" -t reflects co7operation among indi#iduals who are different from one another and creates social harmony (8eaumont, 200*!" / person ha#ing this trait is warm, friendly and tactful (<immering!" /ccording to Kohnson, it is concerned with how much an indi#idual li.es coorporation from others" People who are high on agreeableness always prefer their relationships o#er all other per.s"

5oward and 5oward ( ))B!, refers it as number of sources from which one learns and ta.es one&s norms for right beha#ior" Traits associated with this dimension include being courteous, fle9ible, trusting, good natured, cooperati#e, forgi#ing, soft7hearted, and tolerant (8arric. & ,ount, )) !" People ha#ing high scores ha#e ability to lead any wor. setting or group" <uch people are always ready to help others and shows immense caring attitude that establishes ne#er ending relation of trust and loyalty" -t is assumed that such people are internally moti#ated to do so" /ccording to 8eaumont (200*!, people ha#ing low scores always gi#es preference to their self interest o#er others" They ha#e no concern with other&s well being" @ess co7 operati#e they are with others and also shows no caring attitude towards others" They always negate others and are #ery much unfriendly" 2elating to wor. settings this trait is quite important in a sense that it fa#ors group wor.ing" /ll employees in#ites each other to participate and are always willing to compromise" This is also #ery helpful when one has to negotiate with customer" /ccording to <immering, this trait is required in jobs li.e sales and those in which interactions with people is required" When consider sales function, this trait becomes #ery important as an employee has to interact with the customer and if any insulting act has ben obser#ed by the customer then that will definitely ha#e an impact on builiding good relation with the customer" 8arric. & ,ount ( )) !, identifies traits associated with this dimension, which are$ Time >or others ,a.e people at ease -nterested in other&s problems 3o7operati#e Trust others

Conscientiousness is %a person&s ability to be dependable, organi;ed, punctual, and to persist in the face of setbac.s' (<immering!" 3onscientiousness is basically a tendency to show self discipline, and how much one is ambitious about achie#ing his targets (Wi.ipedia!" /ccording to 8a..er et al ( 2002!, person who are conscientious are #ery persistent and they always tried to perform their wor. on time" <uch people are #ery competent and successful" The reason f their success lies in their ability to be purposeful, systematic, stron will and determination (,ahlama.i, 20 0!" /ccording to Kohson, this trait is quite helpful in decision ma.ing as it helps indi#iduals to control their impulses and enables them as how to act in difficult sudden changes" <ometimes it do happens that certain time constraints requires a person to ta.e abrupt decision, and at that moment a person who is well prepared can only gi#e effecti#e response (8eaumont, 200*!" 3onscientious people are always careful, they plans things in ad#ance, and are organi;ed and responsible" /ccording to 5oward and 5oward ( ))B!, conscientious people are always goal oriented and focussed" /nd it is #ery difficult to distract their attention from their jobs" /ccording to 5aq et al (20 0!, such people are achie#ers, hard wor.ers, responsible and any one can depends on them without any fear" +n the other hand, a person ha#ing low scores is unreliable, he is less duitiful and careless" 5e has no aim and goals in his life, and there is no desire for achie#ement (8ruc. & /llen, 200*!" 2esearch indicates that conscientiousness is the personality characteristic that is most related to job performance across a #ariety of jobs (<immering!" -n other words, a person who is highly conscientious performs well in e#ery type of situation because he has already gi#es his full attention to e#ery type of detail which is necessary to perform a tas. well" This trait shows a preference for planned rather than spontaneous beha#ior (Wi.ipedia!" /ccording to #arious meat7analytical studies conscientousness is the most generali;able predictor of job performance"

Traits that comes under this dimension are as follows$ Well prepared /ttenti#e >ollows a schedule Wor. done rightly +rgani;ed & Punctual

Emotional Stability (Neuroticism) in#ol#es %a person&s ability to remain stable and balanced' (<immering!" <uch person is always prone to psychological distress (,ahlama.i, 20 0" / person who is emotionally stable always remains calm and too. less stress as he is e#en7tempered" <igmund >reud was the first one who uses this term by the name of neurosis, a condition that is mar.ed as mental distress (8eaumont, 200*!" People who score low on neurosis always show emotional stability" They easily face any .ind of stressful situation" /ccording to 8ruc. and /llen (200*!, people who scores high are emotionally instable and may suffers from feelings li.e an9iety, fear, guilt, sadness and embarassment" 5igh scores indicate emotional7reacti#e beha#iors related to negati#e feelings such as an9iety, anger, or depression, whereas low scores indicate resilience, calmness and ability to control urges and stress (,igliore, 20 .ind of situation #ery con#incingly" 6mployees with low emotional stability are more li.ely to be distracted from wor. by stress, deadlines, or situations in their personal li#es, whereas those with high le#els of this trait are more able to control their emotions and feelings at wor. (<immering!" /ccording to 5oward and 5oward ( ))B!, jobs for which emotional stability is !" 6motionally stable person has a sense of security" 5is le#el of trust is #ery high and that inner con#iction allows him to face any

important are li.e air traffic controllers, airline pilots, military snipers, finance managers, and engineers etc" /ccording to 8arric. & ,ount ( )) !, traits associated with this dimension are as$ Jisturbed 6asily 2esistance to stress Worried ,ood changes -nsecurity from competition

Openess to experience is described as %being intellectually curious, open to new ideas, in#ol#es imaginati#e and creati#e cognition styles' (Kohnson, n"d"!" -t is related to a person&s ability that how much capacity he has to absorb information" -f something is not clear or ambigious then to what e9tent he has a capacity to tolerate such situation" They tend to be, compared to closed people, more creati#e and more aware of their feelings (Wi.ipedia!" They are considered to be #ery intellectual people who are always tries to learn more and more from their surrounding en#ironment" <uch people always undergone new e9periences (,ahlama.i, 20 0!" /ccording to 8a..er et al (2002!, its not so that such people after learning from their en#ironment copied that in their acts, rather they after e9periencing utili;es their own creati#e ideas and then go for implementation of those ideas" 2esults would definitely be positi#e for such an act" They are always different from con#entional people" They always applies their imaginations to perform a tas." Their style of thin.ing is cogniti#e one" /ccording to 8eaumont (200*!, such people are #ery artistic and curious" They are attracted to both inner and outer world at the same time" +penness refers the number of interests to which one is attracted and the depth to which those interests are pursued (5oward and 5oward, ))B!" -t basically e9plains the open7 mindedness of a person" <uch a person is always imaginati#e and inno#ati#e and always

wish to learn more and more new things" 5igh openness is important in jobs that requires creati#ity and fle9ibility$ you would definitely prefer to ha#e high openness in ad#ertising or research positions (<immering!" /ccording to 8arric. & ,ount ( )) !, traits associated with this dimension of personality are as$ Dse of creati#e -deas Dnderstanding difficult things Time spending 3urious (ood -magination

!.% SALES PERFORMANCE:

,ali. & Haeem (20 0! stated that it&s an era of sales competency and organi;ations in order to gain more and more clients are highly dependent on their sales representati#es" >or that reason it is #ery important that the sales person should be #ery competent in building good relations together with enhancing #alue of the firm" /s competition is increasing day by day and becomes tougher so a #ery #ibrant and highly s.illful sales force ser#es as a source of competiti#e edge for the firm" Personal selling has been a .ey for success in today&s competiti#e en#ironment (-ngram et al, ))2!" -t is stated by 8ayra.taroglu & Taba. that a customer interacts with the salesperson first and does de#elops loyalty for the salesperson and then to the company" 5ence salespersons are the actual source of creating positi#e or negati#e image of the company" / good image of the company got created if salesperson is effecti#e and opposite do happens if a salesperson got failed" <o, companies in order to gain good image and better relationships with their customers always .ept an eye on the performance of their salespeople" They do so by measuring their performances from time to time"

To measure job performance is one of the major challenges that are being faced by management of many organi;ations" The performance of an employee is measured for the purpose of gaining an insight into his competency" The performance of an employee can be measured by using different modes (,ahlama.i, 20 0!" Those modes can be quantitati#e or qualitati#e" /ccording to 8arric., ,ount & Kudge (200 !, the criteria that are used for calculating sales performance are o#erall wor. performance that in#ol#es performance ratings and how much producti#e a salesperson is" The other measure is objecti#e one and includes data related to increase in salaries, promotion, turno#er and how much incenti#es ha#e been earn by the respecti#e salesperson" ,easures related to training and how much good a salesperson is while wor.ing in teams also helps to calculate sales performance" /ccording to Pendhar.ar & Panday (200 !, producti#ity of a sales person is measured with the help of #alue of sales, number of sales units that are being sold and the way by which he has handled all sales acti#ity" -n a nutshell, all of those acti#ities or efforts that are being applied by a sales person to sell a product indicate his le#el of producti#ity or sales performance&s effecti#eness" -n addition to it, training has also found to ha#e an important implication in judging the effecti#eness of a sales person as it indicates his desire to learn" <ager and >erris ( )F4!, ha#e di#ided them as objecti#e and subjecti#e measures of sales performance" +bjecti#e measures are those that indicate sales #olume" /nnual data on sales #olume, quota, and compensation pro#ided by sales management (@amont & @undstrom, 20 !" Whereas subjecti#e measures depends upon the assessment of a sales manager in the form of appraisals" <ale performance from the point of #iew of 6ft et al, can be measured with the help of s.ills and .nowledge that are necessary for the successful implementation of job" 8oles et al., (2000!, ha#e suggested that if we ha#e to calculate the sales performance than best

method is to compare the performance of high profile sales with that of low profile sales person by .nowing that what .ind of acti#ities they perform in boosting their sales acti#ity"

8arric. and ,ount, ( )) ! ha#e ma.e use of three types of performance criteria which are job proficiency, training proficiency and personal data" /ccording to @", Penny et al. (20 0!, a perfect performance criteria is one which is able to co#er all aspects of a job" /nd to select such a criteria is a #ery difficult tas. to perform" <o for sales representati#es two types of criteria are used which are objecti#e and the subjecti#e one"

!.( PERSONALITY AND SALES PERFORMANCE:

/ccording to 6ft et al, all the research that has been conducted yet on sales performance mainly focuses from the point of #iew of personality" -t is the personality characteristic of a sales person that declares him as good or bad" That&s why ha#ing a clear understanding of personality is #ery helpful for management and sets guidelines for them as how to shape their employees in order to achie#e better customer relationships followed by long term success of the organi;ation (5aq et al, 20 0!" /ll the conducted past research has pro#ed that different types of relationships e9ists between personality characteristics and different job performances" -t means, out of big fi#e characteristics it is not important that all are found affecting all types of jobs" /ccording to 8arric. and ,ount ( )) !, conscientiousness was found to be a #alid predictor of performance for all types of jobs including sales" 69tra#ersion has also found to ha#e positi#e effects on sales performance" +penness to e9perience is found to ha#e no impact on performance criteria&s li.e job proficiency and personal data but found to be related to training proficiency" People who are emotionally stable found to perform their jobs well" >inally in their wor. it is suggested that agreeableness is not related to sales performance"

/ccording to @"/"Witt (2002!, conscientiousness and e9tra#ersion are positi#ely related to sales performance" 5e has suggested a combine effect of both traits as he argued that a sales person who is highly conscientiousness but an intro#ert can&t perform his job well unless he is also an e9tra#ert" <imilarly, if he scores low on conscientiousness and is an e9tra#ert then still his performance is not up to the mar." <o, for a sales person there is a positi#e relation between conscientiousness, e9tra#ersion and sales performance" /ccording to Warr et al", (200B!, conscientiousness was found to be positi#ely related to sales" /greeableness has been found to be negati#ely related to job performance" 69tra#ersion that has an impact on sales performance has been found to ha#e negati#e impact on sales performance in his research" +penness to e9perience also been found to ha#e different results in different situations, it means it is affected by some moderating #ariable" 6motional stability has also no effect on sales performance" /ccording to Lerbe.e ( ))*!, in order to distinguish effecti#e sales person from ineffecti#e sales persons three characteristics or factors are important which are self monitoring (conscientiousness!, openers and adapters (e9tra#erts!" /ccording to <harpe (200F!, indi#iduals with high Conscientiousness and Extraversion, as well as low Neuroticism, perform better in sales occupations" -t stands to reason that being organi;ed, outgoing and confident would be ob#ious assets to the selling profession" /ccording to Warr and ,artin (200B!, conscientiousness, agreeableness and openness to e9perience has significant impact on sales performance" Whereas e9tra#ersion has found to ha#e no impact on sales performance" /ccording to W-<:62 (20 !, the effect of personality trait #ariables on sales

performance #aries" Whilst conscientiousness, openness to e9perience, and emotional stability were found to affect sales performance, no direct effect was found for e9tra#ersion and agreeableness" -nterestingly, only conscientiousness and openness to

e9perience ha#e an indirect effect on sales performance through the mediating #ariablesM mar.et intelligence use, impro#isation and adapti#e selling beha#ior"

Co &$'sio :
/n employee has been considered a nucleus for any organi;ation" -t&s the employee of a company who is the actual runner" -t&s him whom has to ser#e as a bridge between the organi;ation and the customers to whom the company is actually going to ser#e" <o, when we tal. about the sales personnel or e#en the sales representati#es then the responsibility got double" / sales representati#e with attracti#e internal and e9ternal characteristics of personality can help an organi;ation or a company to reach at its boom" >rom different researches, it has to be found that 8ig fi#e traits found to ha#e an impact on job performance" 8ut all of the factors are not found important for all situations" When we tal. about the 8ig >i#e then e9tra#ersion, agreeableness and conscientiousness are those factors that are predictors of job performance of sales representati#es" The other two ha#e found to ha#e no impact on sales performance" This presents bit confusion as in such a competiti#e and turbulent en#ironment how can one ignore the importance of a salesperson to be emotionally stable and openness to e9perience" -t&s impossible as to sustain in huge competition a sales reps has to bring new and creati#e ideas to drag the attention of his=her customer who mostly are the physicians" ,oreo#er, as we .now that such physicians are so much busy and also so much tensed and annoying due to their tough schedule and nature of profession" -t may happen that sometimes they may be insult the sales reps or their beha#ior could be #ery heart brea.ing" -n order to cope with such situations a sales rep should ha#e to be emotionally stable" -t is assumed that for the pharma sales rep all fi#e factors of personality are equally important" <o, following research aims at supporting this statement" 5ence in order to pro#e this statement this study has been carried out that ma.e use of the big fi#e factors as the independent #ariables and their effect ha#e been seen on the performance of the

20

sales rep which has been ta.en as the dependent #ariable" ,oreo#er, in order to pro#e that sales reps personality is the main difference that lies between the o#erall success of the firm, a comparison has been done of the personalities of both multinationals and national companies in Pa.istan"

CHAPTER NO % THEORETICAL FRAME5OR, %.1 THE MODEL:

Extraversio
Tal.ati#e <tart of con#ersations /cti#e 69cited 3omfortable with others

E)otio a$ sta#i$it6
Jisturbed 6asily 2esistance to stress Worried ,ood changes -nsecurity from competition

Sa$es Per7or)a & e

A"reea#$e ess
Time >or others ,a.e people at ease -nterested in other&s problems 3o7operati#e Trust others

O+e

ess to ex+erie &e

Co s&ie tio's ess

Well prepared /ttenti#e >ollows a schedule Wor. done rightly +rgani;ed & Punctual

Dse of creati#e -deas Dnderstanding difficult things Time spending 3urious (ood -magination

-n model *" , it is depicted that there are fi#e independent #ariables which are e9tra#ersion, agreeableness, conscientiousness, emotional stability and openness to e9perience" /ll those ha#e an impact on the dependent #ariable which is sales performance" /t the first place is the e9tra#ersion, it is assumed that as e9tra#erts are #ery much social so they easily get mi9ed with their customers and de#elops a relation of loyalty that definitely helps them to achie#e their targets and as a result their performance got enhanced" <o, it is hypothesi;ed that there is positi#e relation between e9tra#ersion and sales performance" -t means how much e9tra#ert a sales rep is the much good performer he will be" The second independent #ariable is emotional stability" -t is assumed that an emotional stable sales rep has the tendency to control his emotions and feelings in sudden unwelcoming situations" -n this way he can muster up his patience" 5e remains calm, thin. positi#ely" 5e sits down thin. of new ways as how to con#ince his customer" /s a result of it he finally got success in attracting his client and gets orders" 5ence, it is hypothesi;ed that there is a positi#e relation between emotional stability and sales performance" -t means that how much emotionally stable a sales rep is the much impact will be on his sales performance" The third independent #ariable is of agreeableness" -t is assumed that how much co7 operati#e and trust worthy a sales rep is, he can easily de#elops good relations with the customer" The most important tool that has been used by firms and sales rep to con#ince the customer is to act as problem sol#er, in which they address the basic problems of the customer" -f a sales rep shows such concern and interests in customer&s problem, then they go for abrupt purchase or gi#e orders" /s a result, sales #olume enhances that ha#e a direct impact on sales performance of the sales representati#e" 5ence, it is hypothesi;ed that there is a positi#e relation between agreeableness and sales performance" 22

The fourth independent #ariable is openness to e9perience" -t is assumed in this study that being creati#e and loo.ing for new ideas enhances the effecti#eness of sales call of a sales representati#e which ser#es as a source of competiti#e edge for him as compared to others" -n this way, the customer li.es his inno#ati#e style and li.es his or her product as compared to his competitor" The result would definitely be the sales order which finally impacts the o#erall performance of the sales rep" 5ence, it is hypothesi;ed that there is a positi#e relation between openness to e9perience and sales performance" The fifth and final independent #ariable is of conscientiousness" -t is assumed that the job of a sales rep is #ery turbulent" 5e can face sudden such query that might not be e9pected but may be as. by customer" -n that type of situation only conscientiousness trait helps a sales rep to cope" This trait allows him to already be aware of each and e#ery important point that might come across during his sales call" ,oreo#er, also being organi;ed and punctual lea#es a good impression on the customer mind" 5e li.es the sales rep and his li.ing results in sales order that e#entually affects his o#erall performance" 5ence, it is hypothesi;ed that there is a positi#e relation between conscientiousness and sales performance"

%.! RESEARCH HYPOTHESIS:

H6+ot8esis No 1:
5oM Personality characteristics ha#e a negati#e correlation with sales performance of pharma sales reps" 5aM Personality characteristics ha#e a positi#e correlation with sales performance of pharma sales reps"

H6+ot8esis No 1a:
5oM 69tra#ersion has negati#e correlation with sales performance of pharma sales rep"

2*

5a M 69tra#ersion has positi#e correlation with sales performance of pharma sales rep" 5oM Heuroticism has negati#e correlation with sales performance of pharma sales reps" 5a2M Heuroticism has positi#e correlation with sales performance of pharma sales reps" 5oM /greeableness has negati#e correlation with sales performance of pharma sales reps" 5a*M /greeableness has positi#e correlation with sales performance of pharma sales reps" 5oM 3onscientiousness has negati#e correlation with sales performance of pharma sales reps" 5a1M 3onscientiousness has positi#e correlation with sales performance of pharma sales reps" 5oM +penness to e9perience has negati#e correlation with sales performance of pharma sales reps" 5aBM +penness to e9perience has positi#e correlation with sales performance of pharma sales reps"

H6+ot8esis No !:
5oM Personality characteristics are not associated with sales performance of multinational pharma sales reps in Pa.istan" 52aM Personality characteristics are associated with sales performance of multinational pharma sales reps in Pa.istan" 5oM Personality characteristics are not associated with sales performance of national pharma sales reps in Pa.istan" 52bM Personality characteristics are associated with sales performance of national pharma sales reps in Pa.istan"

21

CHAPTER NO 0( RESEARCH METHODOLO.Y

2esearch methodology is mostly used as a step by step systematic approach that helps to sol#e a real life problem" Whene#er a researcher is going to conduct a research it becomes important for him=her to define his=her research methodology" -t basically in#ol#es those instruments that are used to collect and techniques to analy;e data"

(.1 Resear&8 Desi" :

The study is e9ploratory in nature, by e9ploring the #ariables that affects the sales performance of pharma sales persons" +n the other hand my study is also casual in nature as well"

(.! Tar"et Po+'$atio :

Target population includes sales representati#es who are all males and age ranges from 2 to onwards" /nd it is also .ept in mind that all those sales representati#es should be effecti#e one"

(.% Sa)+$i " Te&8 i9'e:

<imple 2andom <ampling technique which is part of probability based sampling is used for selection of sample for study" <amples ha#e been ta.en from 20 pharma companies in Pa.istan" +ut of these 20 companies 0 were multi7national and 0 were local companies" /ll of these companies whether they are ,H3 or local ha#e been considered

2B

toppers in their areas and also well organi;ed training programs ha#e been arranged there to enhance the s.ills of their sales representati#es"

(.( Sa)+$e Si:e:

<amples of 00 sales representati#es ha#e been ta.en" Nuestionnaires were filled by mostly male representati#es of different age groups and income ranges"

(.* Data Co$$e&tio :

-n this study, only primary data source has used" /nd a sur#ey has been conducted" <elf /dministered Nuestionnaires were distributed among the sales representati#es to e#aluate their personality and then its impact on their performance" The questionnaire is based on B points @i.ert scale"

(.1 4'estio

aire Deve$o+)e t:

/ questionnaire is basically an instrument that helps to collects data" -t consists of number of questions" There are basically two types of questions been as.ed which are open ended and close ended" -n my study - ha#e ma.e use of the close ended questions in which - ha#e as.ed the respondents to pic. one answer from the options" ,y questionnaire was not adopted from any pre#ious wor." /ctually - ha#e identified the big fi#e and their sub7#ariables from different past studies and ha#e constructed my own questionnaire with the help of my <uper#isor <ir <hou.at ,ali." -t consists of *B questions that comprises *A questions" 2B questions comes under main B #ariables head" 6ach main #ariable has further B sub #ariables or factors under" -n order to measure independent #ariable two factors ha#e been .ept in mind in which self assessment by the sales representati#e himself and his achie#ement in the form of sales award has been considered as criteria for effecti#e sales performance"

24

(.3 Li;ert S&a$e:

>i#e point @i.ert <cale has been used to measure the responses from both dependent and independent #ariables" /ll those dependent and independent #ariables are +penness to 69perience, 3onscientiousness, 69tra#ersion, /greeableness, Heuroticism and <ales Performance" 2esponses in questionnaire for .nowing the opinion of respondents were categori;ed into fi#e classes namely, ?strongly agree&, ?agree&, ?somewhat&, ?disagree&, and ?strongly disagree& etc"

(.< 0ARIA-LES:
De+e =e t 0aria#$e:
-n this research %<ales performance' is dependent #ariable"

I =e+e =e t 0aria#$e:
@ist of independent #ariables is as followsM 69tra#ersion" /greeableness" 3onscientiousness" Heuroticism" +penness to e9perience"

2A

(.> COMPANIES INCLUDED IN SAMPLE:

1. MULTINATIONAL COMPANIES:
<ando;" <er#ier" (la9o <mith :line" Ho#artis" <anofi /#entis" /bbott" <earle"

!. NATIONAL COMPANIES:
5ilton" ,artin Jow" Pharm6#o" /li (ohar & 3o" (et; Pharma" Tabros" <ami Pharmaceuticals (P#t! @imited" /tco @aboratories @imited"

2F

(.10 LIMITATIONS OF RESEARCH:

The following research will only be applicable for pharmaceutical industry and cannot be fruitful for other industries" The sample ta.en is of Pa.istan, it may happens that for other countries factors might got change, so it can&t be generali;ed" <election of sample si;e could be difficult as we .now that indi#iduals ha#e different personalities" -n order to get appropriate results si;e of sample should be selected carefully" -t might happens that during questionnaire sur#ey, mostly local firms sales reps are not in a good state to answer as they might not be able to understand as what is going to be as.ed" +n the other hand, ,H3&s sales reps feel reluctant to share in order to sensiti;e their personal information due to immense competition" The time could be a biggest challenge as questionnaire method has been used"

2)

CHAPTER No. * ANALYSIS AND FINDIN.S

*.1 O0ER0IE5:
-n this two types of tests ha#e been used to analy;e the results" >irstly, >requency test from descripti#e analysis ha#e been done to find the potential of personality characteristics related to pharma salespeople" <econdly, 8i#ariate 3orrelation analysis ha#e been done to find the relationship between big fi#e and sales performance" Thirdly, in order to find out the association between personality characteristics and sales performance to both groups 3rammer L and phi #alue has been calculated" /nd then finally Paired <ample T7test has been applied to find possible differences among ,ulti7 national and local companies"

*.! DESCRIPTI0E ANALYSIS:

Jescripti#e statistics are used to gi#e information about the distribution of all of the #ariables that are being used" -t depends upon the type of data that we are using as what type of descripti#e statistic we use" /s for the continuous #ariables we use percentiles" Whereas for categorical #ariables we use frequencies" -n this study, in order to calculate the distribution of sub #ariables the frequency distribution has been used as the #ariables are the categorical one"

*0

-n the tables of descripti#e statistics, H represents the total number of respondents" ,issing #alues are those who didn&t respond" /nd frequency represents the distribution of that particular #ariable" The results of frequency test are as follows"

Ta#$e *.!.1

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?'si " &reative i=eas@.
Frequency Percent 6.3 42.5 4"." !%.5 2.5 # . Valid Percent 6.4 43.6 5 . # . Cumulative Percent 6.4 5 . # .

Valid

&i''ing $otal

Somewhat Agree Strongly agree $otal Sy'tem

5 34 3! %" 2 "

-n Table B"2" , it is stated that B respondents said that they used creati#e ideas to some e9tent" *1 respondents agreed upon using creati#e ideas and *) respondents strongly agreed that they used creati#e ideas for achie#ing their sales targets" -t means that greater number of respondents strongly agreed on importance of usage of creati#e ideas"

Ta#$e *.!.!

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?8oA 9'i&; t8e6 are to ' =ersta = =i77i&'$t t8i "s a = sit'atio s@
Cumulative Percent #.3 # .3 5#.3 # .

Frequency Valid (i'agree Somewhat Agree Strongly Agree $otal Sy'tem # % 32 3" %" 2 "

Percent #.3 "." 4 . 4%.5 !%.5 2.5 # .

Valid Percent #.3 !. 4#. 4".% # .

&i''ing $otal

-n Table B"2"2, it is stated that only

respondent disagree that he is quic. to understand

difficult things and situations" A respondents said that to some e9tent they are quic." *2 respondents agreed that they are quic. in understanding difficult things and situations while *F respondents were strongly agreed that they are quic. to understand difficult things and situations" -t means greater number of respondents mar.ed that they are quic. to understand difficult things and situation"

Ta#$e *.!.%

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?s+e =i " ti)e o re7$e&ti " t8ose t8i "s t8at t8e6 )a6 &o)e a&ross ='ri " t8eir sa$es &a$$@

Frequency Valid Somewhat Agree Strongly agree $otal &i''ing $otal Sy'tem #2 22 44 %" 2 "

Percent #5. 2%.5 55. !%.5 2.5 # .

Valid Percent #5.4 2".2 56.4 # .

Cumulative Percent #5.4 43.6 # .

-n Table B"2"*, it is stated that this 2 respondents said that they spend time before their sales call" 22 respondents agreed on spending time whereas 11 respondents strongly agreed on spending time before a sales call reflecting on those things that might come across during their call" /gain a more respondents strongly agreed on the same point" Ta#$e *.!.( Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't t8eir ?&'riosit6 7or a&8ievi " t8eir tar"ets@

Frequency Valid Somewhat Agree Strongly Agree $otal Sy'tem 3 3# 44 %" 2

Percent 3." 3"." 55. !%.5 2.5

Valid Percent 3." 3!.% 56.4 # .

Cumulative Percent 3." 43.6 # .

&i''ing

*2

$otal

"

-n Table B"2"1, it is stated that only * respondents are somewhat agree about their curiosity on achie#ing sales targets, * respondents are agreed that they are curious to achie#e their targets and 11 are strongly agreed about their curiosity on achie#ing targets" -t means that high achie#ers are curious for their targets" Ta#$e *.!.* Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?8avi " "oo= i)a"i atio @
Cumulative Percent #.3 #!.2 53." # .

Frequency Valid (i'agree Somewhat Agree Strongly agree $otal Sy'tem # #4 2% 36 %" 2 "

Percent #.3 #%.5 33." 45. !%.5 2.5 # .

Valid Percent #.3 #%.! 34.6 46.2 # .

&i''ing $otal

-n Table B"2"B it is stated that the only

respondent disagrees that he has a good

imagination" 1 respondents said that they ha#e somewhat" 2A respondents said that they agreed that they ha#e good imagination" Whereas *4 respondents strongly agrees to ha#e good imagination" -t means ha#ing a good imagination impacts a sales person&s performance"

Ta#$e *.!.1

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?+re+ari " Ae$$ #e7ore )a;i " sa$es &a$$@

Valid

&i''ing $otal

Somewhat Agree Strongly Agree $otal Sy'tem

Frequency ## #% 5 %" 2 "

Percent #3." 2#.3 62.5 !%.5 2.5 # .

Valid Percent #4.# 2#." 64.# # .

Cumulative Percent #4.# 35.! # .

**

-n Table B"2"4, it is stated that

respondents said that they are somewhat agree that they

ma.e preparations before ma.ing sales call" A respondents agreed on preparing well before a sales call" /nd B0 respondents strongly agreed on this factor" -t means a large number of respondents prepared well before their sales call to cope any .ind of ambiguity" Ta#$e *.!.3 Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?+a6i " atte tio to =etai$s o7 t8eir tas;@

Frequency Valid Somewhat Agree Strongly Agree $otal &i''ing $otal Sy'tem ! 2! 4 %" 2 "

Percent ##.3 36.3 5 . !%.5 2.5 # .

Valid Percent ##.5 3%.2 5#.3 # .

Cumulative Percent ##.5 4".% # .

-n Table B"2"A, it is stated that ) respondents said that they pay attention to details to some e9tent" 2) respondents agreed on paying attention to details and 10 respondents strongly agreed on paying attention to details of their tas." /gain a large number of respondents gi#e importance to gi#ing attention to details of their tas."

Ta#$e *.!.<

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?7o$$oAi " a s&8e='$e@.
Cumulative Percent !. 44.! # .

Frequency Valid Somewhat Agree Strongly Agree $otal &i''ing $otal Sy'tem % 2" 43 %" 2 "

Percent "." 35. 53." !%.5 2.5 # .

Valid Percent !. 35.! 55.# # .

*1

-n Table B"2"F it is stated that A of the respondents follows schedule somewhat" 2F respondents agreed on following schedule whereas 1* respondents strongly agreed on following a schedule" -t means that large number of sales representati#es follows a schedule"

Ta#$e *.!.>

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?tr6i " to =o t8eir Aor; =o e i ri"8t Aa6@

Frequency Valid Somewhat Agree Strongly Agree $otal &i''ing $otal Sy'tem 5 25 4" %" 2 "

Percent 6.3 3#.3 6 . !%.5 2.5 # .

Valid Percent 6.4 32.# 6#.5 # .

Cumulative Percent 6.4 3".5 # .

-n Table B"2"), it is stated that B respondents mar.s that they are somewhat agree on trying to do their wor. done in a right way" 2B respondents were agreed upon doing right wor." /nd 1F respondents strongly agreed upon trying to do wor. done in a right way" -t means greater amount considers doing right wor. as important" Ta#$e *.!.10 Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't #ei " ?or"a i:e= a = +' &t'a$ to +er7or) t8eir ='ties@

Valid

&i''ing $otal

Somewhat Agree Strongly agree $otal Sy'tem

Frequency ## 2% 4 %" 2 "

Percent #3." 33." 5 . !%.5 2.5 # .

Valid Percent #4.# 34.6 5#.3 # .

Cumulative Percent #4.# 4".% # .

*B

-n Table B"2" 0, it is stated that

respondents said that they are somewhat organi;ed and

punctual" 2A respondents were agreed upon being organi;ed and punctual" 10 respondents were strongly agreed on being organi;ed and punctual in performing their duties" -t means that being organi;ed and punctual is important"

Ta#$e *.!.11

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't #ei " ?ta$;ative@

Frequency Valid (i'agree Somewhat Agree Strongly Agree $otal Sy'tem 4 3 2! #5 %" 2 "

Percent 5. 3%.5 36.3 #"." !%.5 2.5 # .

Valid Percent 5.# 3".5 3%.2 #!.2 # .

Cumulative Percent 5.# 43.6 " ." # .

&i''ing $otal

-n Table B"2"

, it is stated that 1 of respondents disagrees on being tal.ati#e" *0 are

tal.ati#e somewhat" 2) agreed on being tal.ati#e and B respondents strongly agreed on li.ing to tal. a lot" -t means a good number of respondents fa#ors it"

Ta#$e *.!.1!

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?starti " &o servatio s #6 t8e)se$ves@

Frequency Valid Strongly di'agree (i'agree Somewhat Agree Strongly agree $otal Sy'tem # % 33 25 #2 %" 2 "

&i''ing $otal

Percent #.3 "." 4#.3 3#.3 #5. !%.5 2.5 # .

Valid Percent #.3 !. 42.3 32.# #5.4 # .

Cumulative Percent #.3 # .3 52.6 "4.6 # .

*4

-n Table B"2" 2, it is stated that only

respondent strongly disagrees on starting

con#ersation by them" A respondents disagree on doing that" ** respondents mar.s to somewhat" 2B respondents agree and 2 strongly agreed on starting con#ersation by themsel#es" -t means large number of respondents are somewhat considers that they too. initiati#e to tal. by themsel#es Ta#$es *.!.1% Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't #ei " ?a&tive A8i$e =oi " t8eir Aor;@

Frequency Valid Somewhat Agree Strongly agree $otal &i''ing $otal Sy'tem #3 2% 3" %" 2 "

Percent #6.3 33." 4%.5 !%.5 2.5 # .

Valid Percent #6.% 34.6 4".% # .

Cumulativ e Percent #6.% 5#.3 # .

-n Table B"2" *, it is stated that while doing their wor."

* of the respondents are somewhat acti#e" 2A

respondents agreed on being acti#e" /nd *F respondents strongly agreed on being acti#e

Ta#$e *.!.1(

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't #ei " ?ex&ite= i =oi " t8eir Aor;@

Frequency Valid (i'agree Somewhat Agree Strongly agree $otal &i''ing $otal Sy'tem # # 4 2% %" 2 "

Percent #.3 #2.5 5 . 33." !%.5 2.5 # .

Valid Percent #.3 #2." 5#.3 34.6 # .

Cumulative Percent #.3 #4.# 65.4 # .

*A

-n Table B"2" 1, it is stated that only

respondent disagrees on being e9cited"

respondents are somewhat e9cited" 10 respondents agreed on being e9cited" /nd 2A of the respondents strongly agreed on being #ery e9cited in doing their wor." -t means e9citement has been again gi#en importance" Ta#$e *.!.1* Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?7ee$i " &o)7orta#$e a)o " +eo+$e@

Frequency Valid (i'agree Somewhat Agree Strongly Agree $otal &i''ing $otal Sy'tem 2 #6 3# 2! %" 2 "

Percent 2.5 2 . 3"." 36.3 !%.5 2.5 # .

Valid Percent 2.6 2 .5 3!.% 3%.2 # .

Cumulative Percent 2.6 23.# 62." # .

-n Table B"2" B, it is stated that 2 respondents disagrees that they feel comfortable with others" 4 respondents are somewhat agree to feel comfortable" * respondents agree on feeling comfortable" /nd 2) respondents strongly agree that they feel comfortable when they are with other people" -t means that a greater number of respondents are comfortable among others"

Ta#$e *.!.11

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?8avi " ti)e to $iste ot8er@

Frequency Valid (i'agree Somewhat Agree Strongly agree $otal Sy'tem # 2 4# #6 %" 2 "

Percent #.3 25. 5#.3 2 . !%.5 2.5 # .

Valid Percent #.3 25.6 52.6 2 .5 # .

Cumulative Percent #.3 26.! %!.5 # .

&i''ing $otal

*F

-n Table B"2" 4, it is stated that only

respondent disagree that he has time to listen to

others" 20 responds to somewhat" 1 respondents agree that they always ha#e time to listen to others" /nd 4 respondents strongly agree on this statement" -t means a greater number of respondents said that they ha#e always time for other" Ta#$e *.!.13 Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?)a;i " +eo+$e to 7ee$ at ease@

Valid

Somewhat Agree Strongly Agree $otal

Frequency # 3" 3 %" 2 "

Percent #2.5 4%.5 3%.5 !%.5 2.5 # .

Valid Percent #2." 4".% 3".5 # .

Cumulative Percent #2." 6#.5 # .

&i''ing $otal

Sy'tem

-n Table B"2" A, it is stated that 0 respondents said that they to some e9tent ma.e people to feel at ease" *F respondents agree to ma.e others at ease" /nd *0 respondents strongly agree to do that" -t means that greater number of respondents gi#e positi#e response to this statement"

Ta#$e *.!.1<

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't #ei " ?i tereste= i ot8er +eo+$eBs +ro#$e)s@

Frequency Valid (i'agree Somewhat Agree Strongly Agree $otal Sy'tem 2 #2 3! 25 %" 2 "

Percent 2.5 #5. 4"." 3#.3 !%.5 2.5 # .

Valid Percent 2.6 #5.4 5 . 32.# # .

Cumulative Percent 2.6 #%.! 6%.! # .

&i''ing $otal

*)

-n Table B"2" F, it is stated that 2 respondents disagree that they are interested in other people&s problems" 2 responds to somewhat" *) respondents agree that they ha#e interest in other&s problems" Whereas, 2B strongly agree on ha#ing interest" -t means again greater proportion e9hibits this trait Ta#$e *.!.1> Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?#ei " &oCo+erative Ait8 ot8ers@

Frequency Valid (i'agree Somewhat Agree Strongly Agree $otal &i''ing $otal Sy'tem # # 3 3% %" 2 "

Percent #.3 #2.5 3%.5 46.3 !%.5 2.5 # .

Valid Percent #.3 #2." 3".5 4%.4 # .

Cumulative Percent #.3 #4.# 52.6 # .

-n Table B"2" ), it is stated that only

respondent disagree that he is co7operati#e with

others" 0 respondents are somewhat co7operati#e" *0 respondents are agreed on their co7 operati#e s.ills" While *A respondents strongly agreed that they are co7operati#e with others" -t means again greater proportion e9hibits this trait" Ta#$e *.!.!0 Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?tr'sti " ot8ers@
Cumulative Percent #.3 32.# %".2 # .

Frequency Valid (i'agree Somewhat Agree Strongly Agree $otal &i''ing $otal Sy'tem # 24 36 #% %" 2 "

Percent #.3 3 . 45. 2#.3 !%.5 2.5 # .

Valid Percent #.3 3 ." 46.2 2#." # .

10

-n Table B"2"20, it is stated that only

respondent disagree on trusting others" 21

respondents are somewhat ha#ing trust" *4 respondents agree that they trust others" While A respondents strongly agreed on this point" -t means again a greater proportion e9hibits such trait" Ta#$e *.!.!1 Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't #ei " ?=ist'r#e= easi$6@
Cumulative Percent 2.6 24.4 5!. "!.% # .

Frequency Valid Strongly di'agree (i'agree Somewhat Agree Strongly Agree $otal Sy'tem 2 #% 2% 24 " %" 2 "

&i''ing $otal

Percent 2.5 2#.3 33." 3 . # . !%.5 2.5 # .

Valid Percent 2.6 2#." 34.6 3 ." # .3 # .

-n Table B"2"2 , it is stated that 2 respondents strongly disagree that they will get disturbed easily" A respondents disagree" The 2A respondents said that they got disturbed to some e9tent" 21 respondents said they are agreed on it" +nly F respondents strongly agreed that they will be disturbed easily" -t means that the respondents mostly mar.s somewhat and agree options"

Ta#$e *.!.!!

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?resista &e to stress@
Cumulative Percent ##.5 4".% "5.! # .

Frequency Valid (i'agree Somewhat Agree Strongly Agree $otal Sy'tem ! 2! 2! ## %" 2 "

&i''ing $otal

Percent ##.3 36.3 36.3 #3." !%.5 2.5 # .

Valid Percent ##.5 3%.2 3%.2 #4.# # .

-n Table B"2"22, it is stated that ) respondents disagree about resistance to stress" 2) respondents are somewhat resistant" 2) respondents agree that they are resistant to stress" Whereas respondents strongly agreed on being prone to stress" /gain the proportion Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't #ei " ?Aorrie= a#o't t8i "s@
Cumulative Percent #%.! 56.4 "5.! # .

lies between somewhat and agree" Ta#$e *.!.!%

Valid

(i'agree Somewhat Agree Strongly Agree $otal

Frequency #4 3 23 ## %" 2 "

Percent #%.5 3%.5 2"." #3." !%.5 2.5 # .

Valid Percent #%.! 3".5 2!.5 #4.# # .

&i''ing $otal

Sy'tem

-n Table B"2"2*, it is stated that 1 respondents disagree that they are worried about things" *0 respondents are somewhat" 2* respondents agree on being worried about things" Whereas respondents strongly agree that they get worried" -t means respondents are agreed on being worried"

Ta#$e *.!.!(

Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't t8eir ?)oo= &8a "es@

Frequency Valid Strongly di'agree (i'agree Somewhat Agree Strongly Agree $otal Sy'tem 2 2! 2! #2 6 %" 2 "

&i''ing $otal

Percent 2.5 36.3 36.3 #5. %.5 !%.5 2.5 # .

Valid Percent 2.6 3%.2 3%.2 #5.4 %.% # .

Cumulative Percent 2.6 3!.% %6.! !2.3 # .

12

-n Table B"2"21, it is stated that 2 respondents strongly disagree that their mood changes frequently" 2) respondents disagree about mood changes" 2) respondents lies on somewhat" 2 respondents agree on mood swings" +nly 4 respondents strongly agree that their mood changes frequently" -t means greater number of respondents has lesser mood swings" Ta#$e *.!.!* Distri#'tio o7 res+o =e ts a&&or=i " to t8eir o+i io a#o't ?7ee$i " i se&'re i &o)+etitio to ot8ers or re$ate= to t8eir Do#@
Cumulative Percent 6.4 4%.4 "5.! # .

Frequency Valid Strongly di'agree (i'agree Somewhat Agree $otal Sy'tem 5 32 3 ## %" 2 "

Percent 6.3 4 . 3%.5 #3." !%.5 2.5 # .

Valid Percent 6.4 4#. 3".5 #4.# # .

&i''ing $otal

-n Table B"2"2B, it is stated that B respondents strongly disagree about job insecurity" *2 respondents disagree on being insecure" *0 respondents are somewhat insecure" respondents agree that they feel insecure in competition to others or related to their job" -t means a greater proportion of respondents feel less insecure for their jobs"

*.% CORRELATION:
-n order to in#estigate the relationships between personality factors and their impact on sales performance, Pearson&s correlation analysis was used" Pearson correlation analysis is a tool that is used to find the correlation between two continuous #ariables" -n order to carry out this test the #ariables ha#e been computed and then their effect has been calculated on dependent #ariable which is again computed" The #alues of Pearson correlation falls between 0"00 which indicates no correlation to "00 which refers to perfect correlation"

1*

6mpirical results of all the correlation tests are e9hibited as followsM

Ta#$e *.%.1

O+e

ess to Ex+erie &e E Sa$es Per7or)a &e@

Correlations

./enne'' to e0/erience ./enne'' to e0/erience Pear'on Correlation Sig. +2,tailed1 Sale' /er*ormance Pear'on Correlation Sig. +2,tailed1 . %" %" # %" .542+))Sale' /er*ormance .542+)). %" #

)) Correlation i' 'igni*icant at the . # level +2,tailed-.

I ter+retatio :
-n TableM , it is stated that correlation %r between openness to e9perience and sales performance has been reflected" This correlation analysis has reflected that openness to e9perience and sales performance has been strongly correlated by the #alue of 0"B12 at 0"0 C significant le#el"

Fi =i "s:
-t means that both are positi#ely related to one another" 5ence hypothesis i"e" Openness to experience is positively related to sales performance of pharma sales representatives.

11

Pro#es to be true$ on the other hand the Hull 5ypothesis i"e" Openness to experience is negatively related to sales performance of pharma sales representatives. -s rejected" Ta#$e *.%.! ?Co s&ie tio's ess a = Sa$es Per7or)a &e@
Correlations

Con'cientiou'ne'' Con'cientiou'ne'' Pear'on Correlation Sig. +2,tailed1 Sale' /er*ormance Pear'on Correlation Sig. +2,tailed1 %" .4!2+)). %" #

Sale' /er*ormance .4!2+)). %" #

%"

)) Correlation i' 'igni*icant at the . # level +2,tailed-.

I ter+retatio :
-n TableM 2, it is stated that correlation % r' between conscientiousness and sales performance ha#e been reflected" This correlation analysis has reflected that conscientiousness and sales performance has been strongly correlated by the #alue of 0"1)2 at 0"0 C significant le#el"

Fi =i "s:
-t means that both are positi#ely related to one another" 5ence hypothesis i"e" Conscientiousness is positively related to sales performance of pharma sales representatives.

1B

Pro#es to be true$ on the other hand the Hull 5ypothesis i"e" Conscientiousness is negatively related to sales performance of pharma sales representatives. -s rejected"

Ta#$e *.%.%

?Extraversio a = Sa$es Per7or)a &e@

Correlations

20traver'ion 20traver'ion Pear'on Correlation Sig. +2,tailed1 Sale' /er*ormance Pear'on Correlation Sig. +2,tailed1 %" .4# +)). %" #

Sale' /er*ormance .4# +)). %" #

%"

)) Correlation i' 'igni*icant at the . # level +2,tailed-.

I ter+retatio :
-n TableM *, it is stated that correlations r between e9tra#ersion and sales performance ha#e been reflected" This correlation analysis has reflected that e9tra#ersion and sales performance has been strongly correlated by the #alue of 0"1 0 at 0"0 C significant le#el"

Fi =i "s:
-t means that both are positi#ely related to one another" 5ence hypothesis i"e" Extraversion is positively related to sales performance of pharma sales representatives. Pro#es to be true$ on the other hand the Hull 5ypothesis i"e"

14

Extraversion is negatively related to sales performance of pharma sales representatives. -s rejected"

Ta#$e *.%.(

?A"reea#$e ess a = Sa$es Per7or)a &e@

Correlations

Agreea3lene'' Agreea3lene'' Pear'on Correlation Sig. +2,tailed1 Sale' /er*ormance Pear'on Correlation Sig. +2,tailed1 . %" )) Correlation i' 'igni*icant at the . # level +2,tailed-. # %" .3!!+))-

Sale' /er*ormance .3!!+)). %" # %"

I ter+retatio :
-n TableM 1, it is stated that correlation r between agreeableness and sales performance ha#e been reflected" This correlation analysis has reflected that agreeableness and sales performance has been strongly correlated by the #alue of 0"*)) at 0"0 C significant le#el"

Fi =i "s:
-t means that both are positi#ely related to one another" 5ence hypothesis i"e" Agreeableness is positively related to sales performance of pharma sales representatives. Pro#es to be true$ on the other hand the Hull hypothesis i"e"

1A

Agreeableness is negatively related to sales performance of pharma sales representatives. -s rejected"

Ta#$e *.%.*

?Ne'roti&is) a = Sa$es Per7or)a &e@

Correlations

1eurotici'm 1eurotici'm Pear'on Correlation Sig. +2,tailed1 Sale' /er*ormance Pear'on Correlation Sig. +2,tailed1 %" .#5" .#66 %" #

Sale' /er*ormance .#5" .#66 %" # %"

I ter+retatio :
-n TableM B, it is stated that correlation r between neuroticism and sales performance ha#e not been reflected" This correlation analysis has reflected that neuroticism and sales performance has been wea.ly correlated by the #alue of 0" BF"

Fi =i "s:
-t means that both are wee.ly related to one another but not negated" 5ence, 5ypothesis i"e" Agreeableness is positively related to sales performance of pharma sales representatives. 5as been accepted wee.ly$ on the other hand the Hull 5ypothesis i"e"

1F

Agreeableness is negatively related to sales performance of pharma sales representatives. -s rejected"

*.( Meas'res o7 Asso&iatio :

>or the purpose of chec.ing the le#el of association between personality characteristics with the sales performance of sales representati#es of multi7national and local pharmaceutical companies, 3rammer&s phi has been used"

T8e Res'$ts:
Table 5.4.1 Symmetric Measures

Value 1ominal 3y 1ominal 1 o* Valid Ca'e' A 1ot a''uming the null hy/othe'i'. 5 6'ing the a'ym/totic 'tandard error a''uming the null hy/othe'i'. Phi Cramer4' V ."3# ."3# %"

A//ro0. Sig. .# 4 .# 4

I ter+retatio :
-t is interpreted that there is strong association between personality characteristics and sales performance of sales reps of both companies means whether they are multi7national and local" The #alue of phi is 0"F* which shows positi#e association between the #ariables"

Fi =i "s:

1)

8oth hypotheses pro#e true, i"e"M 5b M Personality characteristics are associated with sales performance of multinational pharma sales reps in Pa.istan" 5b2M Personality characteristics are associated with sales performance of national pharma sales reps in Pa.istan"

*.* PAIRED SAMPLE TCTEST:

/ paired sample T7test is applied to compare personality characteristics of multinational and local companies& sales representati#es"

Ta#$e *.*.1

TCtest #etAee &o)+a 6 stat's a = +erso a$it6 C8ara&teristi&s

B0

Paired Differences

Mean

Std. Deviation

Std. Error Mean "o#er

95% Confidence nterval of t!e Difference $%%er "o#er t df Si&. '() tailed* %% .

"o#er

$%%er

Pair #

Com/any 'tatu' , ./enne'' to e0/erience Com/any 'tatu' , Con'cientiou'ne''

,2."35!

.6%#3

. %6 #

,2.!"%25

,2.6"454

,3%.3#

Pair 2

,2."!23#

.%#4 #

. " "5

,3. 532!

,2.%3#32

,35.%%6

%%

Pair 3

Com/any 'tatu' , 20traver'ion

,2.4 5#3

.6""2!

. %%!3

,2.56 3#

,2.24!!4

,3 ."6#

%%

Pair 4

Com/any 'tatu' , Agreea3lene''

,2.535!

.5""63

. 6665

,2.66"6#

,2.4 3#"

,3". 4"

%%

Pair 5

Com/any 'tatu' , 1eurotici'm

,#.56!23

.%#!36

. "#45

,#.%3#42

,#.4 % 4

,#!.266

%%

I ter+retatio : 1F Co)+a 6 stat's G O+e ess to ex+erie &e

t (AA! O *A"* 0 P "00B

Fi =i "s:

There was a significant difference in the scores of openness to e9perience to company status" -t means that sales representati#es of both multinational and local companies are different from each other related to openness to e9perience"

!F Co)+a 6 stat's C Co s&ie tio's ess

t (AA! O *B"AA4 P "00B

Fi =i "s:
There was a significant difference in the scores of conscientiousness to company status" -t means that sales representati#es of both multinational and local companies are different from each other related to conscientiousness"

%F Co)+a 6 stat's C Extraversio

t (AA! ! *0"F4 P "00B

Fi =i "s:
There was a significant difference in the scores of e9tra#ersion to company status" -t means that sales representati#es of both multinational and local companies are different from each other related to e9tra#ersion"

(F Co)+a 6 stat's C A"reea#$e ess

B2

t (AA! O *F"01F P "00B

Fi =i "s:
There was a significant difference in the scores of agreeableness to company status" -t means that sales representati#es of both multinational and local companies are different from each other related to agreeableness"

*F Co)+a 6 stat's C Ne'roti&is)

t (AA! !

)"244 P "00B

Fi =i "s:
There was a significant difference in the scores of neuroticism to company status" -t means that sales representati#es of both multinational and local companies are different from each other related to neuroticism"

CHAPTER NO 01 CONCLUSION AND RECOMENDATIONS

B*

+.1 C,-C"$S ,-.

The pharmaceutical mar.et is highly competiti#e mar.et" <ales representati#es always play important part in company&s success" Their main duty or responsibility is to ma.e customer interested in such a way that he buys company&s product" The process of selling a product to customer is #ery e9tensi#e and time consuming" -t too. a great effort from sales reps side to ma.e a customer con#ince about product&s effecti#eness" >or that reason a sales reps should ha#e all types of technical s.ills and e9pertise" /s much as he is e9pert, the much success is gain by him" 6#eryday a number of pharma companies ha#e came onto scene all around the globe" Jue to globali;ation this competition also gets intense" 5ence, it is assumed that how much a company is strong in terms of its effecti#e sales team the much successful it will be as compared to others" >or that purpose, it is suggested that a sales rep should be highly competent in terms of fi#e factors of personality which are$ openness to e9perience, conscientiousness, e9tra#ersion, agreeableness and neuroticism" The descripti#e analysis has suggested that mostly respondents e9hibits personality characteristics" 8ut still there are some who didn&t" The reason for this is definitely the fact that all those respondents that are included in the sample are of two types" They belong to two types of companies that&s why there is a bit difference in all respondent&s personality" ,ultinational companies are those that ha#e well defined training programes, in those programs immense importance ha#e been gi#en to personality of sales reps" They ha#e been taught ways as how they can impro#e their traits and prepare themsel#es well" -t is also interesting to notify here that some of those respondents ha#e won sales awards and ha#e also been considered as effecti#e ones" 5ence, it is concluded that all those respondents who are good in personality characteristics ha#e also been able to win sales awards" The correlation analysis results ha#e suggested one by one that what type of relationship e9ists between indi#idual characteristics and sales performance" /s of openness to B1

e9perience and sales performance of pharma sales representati#e we .now that openness to e9perience is all about how much creati#e and intellectual is a sales rep" We .now that a pharma sale rep has to interact with the most difficult customers who are highly comple9 are #ery .nowledgeable$ the doctors" They are also #ery busy and ha#e #ery limited time to offer a sales rep to demonstrate his points" <o, in short span of time how much intellectually and creati#ely a sales rep con#ince a doctor, the much successful be a sales call and definitely it will ha#e good impact on the sales performance of a sales representati#e" The same result has been depicted in the correlation analysis" ,eans how much openness to e9perience has been within a sales representati#e that much enhances his sales performance will be" The relationship between conscientiousness and sales performance has also been shown to be positi#ely related" /s we .now that a sales representati#e has #ery short span of time to demonstrate" <o, proper utili;ation of time and planning that has already been done helps a sales rep to lea#e a good impression in front of a customer or a doctor" Ta.e e9ample, if the different supporting material of demonstration as literatures, graphs, charts etc is not organi;ed properly and a sales rep wasted his time in searching for them and then in organi;ing them then that will definitely lea#e a #ery wrong impression on customer" -f all things are organi;ed properly and properly planning and all wor. related to possible points of objections ha#e already been done than definitely it will ha#e a good impression on customer&s mind" 5e would show interest in sales rep and his product that finally has good effect on sales rep&s performance, which has also shown in the results of my test" They ha#e shown positi#e relation" The relationship between e9tra#ersion and sales performance has also been positi#e one" We are already aware of the fact that this trait is important for all types of jobs" 5ow much social a person is the much he can performs his job well" Hot only in terms of con#incing a customer but also in terms of teams" /s we .now that sales reps mostly wor.s in teams" Targets ha#e been assigned to single team and that team has to attain

BB

their targets" 5ow much effecti#ely a sales rep interacts with his team members and manager the much effecti#ely he will understand his targets and e9ecutes his performance accordingly" That&s why a positi#e relation has been detected" The relationship between agreeableness and sales performance has also been found positi#e" /s we .now that in case of sales representati#e they ha#e to deal with the most comple9 customers li.e doctors" They are quite busy and tired due to their hectic wor. schedule" <ometimes, it does happen that they are not in good mood" ,ight reject sales reps points" +r might be sometimes do insult him" Dunder those conditions a sales rep has to show great amount tactfulness" 5e has to be remain patient" The much patient and tactful he will be the much time he has to thin. again that how he can con#ince the customer in some other logical way" >inally due to proper handling of any such incident or objection he becomes successful in lea#ing good impression on the customer and he started considering his points and final result will be the successful end of a sales call" / good and trusting relationship between the customer and sales rep got de#eloped, that definitely enhances the sales performance of a sales rep by getting sales orders" Well, final factor that is neuroticism has shown little or wee. relationship with sales performance of sales representati#e" >eelings li.e depression, an9iety and insecurity about job ha#e found to ha#e no impact on sales performance" This is some of the major factors that can be present in any .ind of a job" <o, didn&t find to lea#e any impact on sales performance" That&s why a wea. relation has been obser#ed" The measure of association has shown that personality characteristics are associated with the sales performance of both multi7national and national companies in Pa.istan" -t is important to notify here that those companies are selected in which proper training has been done" ,eans proper programs ha#e been held to enhance the personality s.ill of sales representati#es, which is an indicator of importance of personality characteristics of sales reps for these top companies whether they are local or multi7national one"

B4

>inally, in order to find out any difference between two companies paired sample t7test ha#e been applied which suggest that there is a difference between the two" Jefinitely, there will be a difference" 2easons will beM

The multi7national companies screening process is quite up to the mar." -n

selection those candidates ha#e been short listed and latterly selected who are found to be good in personality, whereas screening programs of local companies is not of high standards due to lac. of necessary e9pertise"

@atterly, the training programs that are being arranged in multinational companies
are of #ery high standards" 5uge amount of money ha#e also been laid on these programs by multinational" <ometimes, trainers ha#e been in#ited who are highly qualified and sometimes in#ited from other companies" Whereas, local companies can&t be able to do so due to lac. of enough budget" <o, they ha#e not been trained them accordingly and their sales reps lags behind"

There is also a fact that the image of a company that has been established as being
a multinational ga#e the sense of confidence to its employees as being the best" That can create a sense of fear and less confidence for employees of local companies" -t can drag their personality down a bit as compared to that of ,H3&s"

/lso the products that ha#e to sell out can present a difference" Products of
multinational firms ha#e already been successful in de#eloping impression as being of high #alue and quality" <o, sales reps of ,H3&s ha#e to put less effort as compared to that of local one" -n that case, the negati#e points of their personalities can be neglected but in case of those of local firms a minor mista.e can boast those short comings"

SUMMARY OF CONCLUSION:
BA

5ence, to conclude the o#erall study it is found that personality characteristics that are most pre#ailing in sales representati#es are openness to e9perience, conscientiousness, e9tra#ersion and agreeableness" Heuroticism has no or little relationship" The past researches that declares that only two factors are important for effecti#e performance of sales rep has been declared wrong" /ll fi#e factors of personality are important regarding the sales performance" -t has also been found that sales reps of both ,H3 and local firm&s e9hibit those characteristics" They ha#e an effect on sales performance" 8ut sales reps of ,H3 ha#e an edge o#er local one" <o, it is suggested that through proper training and many other such initiati#es a company can enhance its sales reps performance which lessened any sort of difference that might rise between local or ,H3 as here in case of Pa.istan" @ocal firms can gi#e tough competition to ,H3&s"

*.! RECOMMENDATION FOR FURTHER RESEARCH:

This research shows the affects of personality characteristics (openness to e9perience, conscientiousness, e9tra#ersion, agreeableness and neuroticism! on sales performance of sales representati#es" There are opportunities for future research related to this studyM

BF

 The conducted study has been carried out on sales representati#es" -n future
impact can be calculated on managerial le#el as what type of personality factors is important for managers of pharma companies"

-n the conducted study only those companies has been ta.en that are quite
successful and effecti#e in terms of sales" -n future research can be conducted on those companies that are facing losses and it is tried to find out there that what role personality of sales reps of those companies is playing in such conditions"

-n the following study the respondents were only males" -n future it would be
quiet interesting to find out that what role a personality of female sales representati#es can play in enhancing performance in conser#ati#e country li.e Pa.istan"

B)